Strategic Human Resource Management and its Impact on Organisational Performance

2017 ◽  
Vol 9 (3) ◽  
pp. 89 ◽  
Author(s):  
Rajiv Chopra
Keyword(s):  
Human Resources ◽  
Business Performance ◽  
Causal Link ◽  
Strategic Human Resource Management ◽  
Competitive Advantages ◽  
Organisational Performance ◽  
Strategic Objectives ◽  
Hr Managers ◽  
Hr Strategy ◽  
A Company

<p>In Today’s volatile environment, organizations are facing emerging challenges in the form of Competitive advantage. Human resources are the assets for an organisation. These assets play a major role towards enhancing the performance of a company. HRM Practices facilitate the development of completeness among the company employees that are specific to an organisation. Strategic HRM focuses on the setting up of a causal link between the overall strategic objectives of an organisation and its HR strategy and its implementation. This research concludes that there exists a positive relationship between good HR practices and business performance. The understanding of casual linkage between the SHRM practices and organisational performance of business enables the HR managers to design programmes that would lead to better operational results. It also helps the organisation to perform better and achieve higher goals. In this paper, the concept that human resources are an important source of competitive advantages has been emphasised. Thereafter, SHRM is defined. Specific examples from academic researchers have been considered to emphasise the influence of SHRM practices on the performance of an organisation. The conclusion reached is that the way an organisation manages, and sustains its human resources has a remarkable relationship with its performance and achievements.</p>

scholarly journals Knowledge Management and Intellectual Capital - A Theoretical Perspective of Human Resource Strategies and Practices

2017 ◽  
Vol 8 (1) ◽  
pp. 148
Author(s):  
Isniar Budiarti
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Human Resource ◽  
Leadership Style ◽  
Intellectual Capital ◽  
Theoretical Perspective ◽  
Strategic Human Resource Management ◽  
Research Management ◽  
Competitive Advantages ◽  
Human Resources Strategies

Significant debates on the role of human resources have been shifted from organizational assets to initiator of innovation and competitive advantages. A current research has investigated suggestive roles of intellectual capital (IC) in strategic human resource management (SHRM) process and human research management (HRM) practices. Conversely, others have shown that the successful management of IC has related to implementation of knowledge management (KM). In turn, those perspectives suggest the implementation and usage of KM ensure the growth of IC, and the innovative IC may become an effective human resources strategies and practices to acquire innovation and competitive advantages. Through a comprehensive analysis of the latest journals on those concepts, this study argues that human resource strategies and practices involving KM and management of IC give potential oppurtunities to gain innovation and competitive advantages. Besides, this theoretical perspective suggests organizational culture and leadership style are interrelated to the process.

A study of strategic HR issues in an Asian context

2002 ◽  
Vol 31 (2) ◽  
pp. 166-188 ◽  
Author(s):  
Naresh Khatri ◽  
Pawan S. Budhwar
Keyword(s):  
Qualitative Methodology ◽  
Manufacturing Sector ◽  
Design Method ◽  
Strategic Human Resource Management ◽  
Structured Interviews ◽  
Line Managers ◽  
Hr Managers ◽  
Hr Function ◽  
Hr Strategy ◽  
Hr Competencies

Examines five strategic human resource management (HRM) issues using a qualitative methodology. Two of these are related to the central organisational‐level constructs of structure and culture. The other three pertain to HR strategy, HR competencies, and HR outsourcing. The study employed the multiple‐case design method proposed by Yin, with a view to extending theory in strategic HRM research. Semi‐structured interviews were conducted with 35 managers (CEOs, line managers, and HR managers) of nine companies from two major industries in the manufacturing sector – electronic products and machinery/equipment. The research found that top management enlightenment and level of HR competencies together determine the role and status of the HR function in organisations, and that the companies studied pursue four types of HR strategies: informal and not communicated; informal and communicated; formal but not communicated; and formal and communicated. HR strategy was found to affect both vertical and horizontal fits of the HR function. Culture, HR strategy and HR competencies influenced organisational propensity to outsource HR activities.

scholarly journals Strategic human resource management in facilitating the organizational performance: Birds-eye view from Bangladesh

2020 ◽  
Vol 2 (1) ◽  
pp. 13-24
Author(s):  
Md. Mahfuzur Rahman Khan ◽  
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Theoretical Research ◽  
Organization Performance ◽  
A Company

Abstract Purpose: This study systematically explores and elaborates on strategic human resources management practices inside a company facilitating the intermediate variables of organization performance. Research methodology: Ten organizations with more or less similar yearly turnover and the same number of permanent employees have been used for this study. The analysis technique in this study uses data analysis developed by Miles et al. (2018) as follows; (a) data collection (b) data display and (c) concluding. Focus group discussions with the employees and management of those companies are being taken with the help of a semi-structured questionnaire. Results: The study's findings offered that the more strategic a company is with its human resource, the more turnover it can make, even if it has a similar number of human resources. Limitations: There are shortcomings in theoretical research on the process of strategic human resource management practices affecting organization performance. Contribution: This study offers a view to integrate and construct strategic human resource management activities affecting organization performance and provides a reasonable explanation and enlightenment for the understanding of further contribution.

scholarly journals Human Capital Plan for Business Startups "Jamu Partnership" in Indonesia

2021 ◽  
Vol 8 (8) ◽  
pp. 370-376
Author(s):  
Andhika Saputra ◽  
Rhian Indradewa ◽  
Tantri Yanuar Rahmat Syah
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Product Innovation ◽  
Actual Process ◽  
Competitive Advantages ◽  
Good Product ◽  
Business Startup ◽  
Startup Company ◽  
Resources Planning ◽  
A Company

Background – PT OAM is a jamu partnership business startup company in Indonesia. This company is here to answer the customer pain and gain. In an effort to be competitive and sustainable in the jamu partnership business, this company use its competitive advantages in the form of an easy partnership process, good product taste and product innovation and sustainable partnerships. Of course, this competitive advantage can only be maintained and developed if the company has competent human resources. In actual process operations, PT OAM requires good human resources planning. This is because human resources in a company are important and must be managed optimally. Method – Using Human Capital Plan, and Organizational Culture. Result – This analysis help to preparing and implementing each of its human capital activities in PT OAM. With good human capital plan the business can be competitive and sustainable. Keywords: Human Capital Plan, Human Resources, Startups, Jamu Partnership.

Human Capital and E-Learning

2009 ◽  
pp. 167-181
Author(s):  
M. Eugenia Fabra ◽  
Cesar Camison
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Competitive Advantages ◽  
Business World ◽  
Knowledge And Skills ◽  
Learning Capacity ◽  
E Learning ◽  
Strong Competition ◽  
A Company

Companies are increasingly conscious of the fact that the achieving of their objectives, together with the improvement of their competitive advantages, depends on the appropriate management of the human factor. The dynamism and strong competition that characterize the business world make it increasingly necessary to introduce a system of human resources to allow the exploiting of the knowledge and skills of both people and teams, thus encouraging their learning capacity. In this context, e-learning is becoming established as a flexible and quick way of improving the acquiring of knowledge and skills within a company. The rapid growth and expansion of e-learning, together with the failure of some of its projects, has made the development of various assessment approaches a necessity. Given the importance of this aspect, the aim of this study is to analyze the progress that has been made in the quality of e-learning initiatives.

scholarly journals Aplicación del modelo Misión –Visión en una empresa familiar Agro-industrial

ECA Sinergia ◽  
2019 ◽  
Vol 10 (2) ◽  
pp. 44
Author(s):  
Freddy Daiman Mendoza Zambrano ◽  
Jessica Viviana Vélez Ganchozo ◽  
Wendy Tatiana Chávez Loor ◽  
Silvia Patricia Murillo Cedeño
Keyword(s):  
Strategic Management ◽  
Family Business ◽  
Inductive Method ◽  
Management Model ◽  
Medium Size ◽  
Competitive Advantages ◽  
Strategic Objectives ◽  
Descriptive Research ◽  
Palabras Clave ◽  
A Company

  La presente investigación tiene como objetivo general, aplicar el modelo de Dirección Estratégica Misión-Visión, y adaptarlo a las necesidades de una empresa familiar agroproductiva dedicada a la elaboración de panela. Con el fin crear ventajas competitivas y planes de acción que permitan superar las dificultades propias de este sector, se utilizó del método de investigación descriptivo, para el levantamiento de información se aplicó una ficha de observación y entrevista al personal para obtener una perspectiva real de entorno. Adicionalmente se usó, el método inductivo con la aplicación modelo de Dirección Estratégica Misión- Visión. En la trayectoria de la investigación se concluye que en la empresa están ausente elementos de la dirección estratégica, como los objetivos estratégicos y mapa de valores, que se tornan indispensables para potencializar la cadena operativa y administrativa de una empresa ya sea pequeña mediana o grande.   Palabras clave: Administración de empresa, economía familiar, planificación estratégica.   ABSTRACT   The general objective of this research is to apply the Mission-Vision Strategic Management model, and adapt it to the needs of an agroproductive family business dedicated to the production of panela. In order to create competitive advantages and action plans to overcome the difficulties of this sector, we used the descriptive research method, to collect information, we applied an observation sheet and interview the staff to obtain a real perspective of the environment . Additionally, the inductive method was used with the model application of Mission-Vision Strategic Management. In the trajectory of the investigation it is concluded that elements of the Strategic Management are absent from the company, such as the strategic objectives and the map of values, which become indispensable to enhance the operational and administrative chain of a company, whether small or medium size.   Key words: Business administration, family economics, strategic planning

Dynamic capabilities and competitive advantages as mediator variables between market orientation and business performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ricardo Jorge Correia ◽  
José G. Dias ◽  
Mário Sérgio Teixeira
Keyword(s):  
Market Orientation ◽  
Structural Equation ◽  
Business Performance ◽  
Dynamic Capabilities ◽  
Causal Link ◽  
Equation Model ◽  
Competitive Advantages ◽  
Content Type ◽  
And Performance ◽  
The Relationship

PurposeThis paper aims to explore a new causal link between market orientation and business performance by introducing dynamic capabilities as a mediator of the relationship between market orientation and competitive advantages, which ultimately determine business performance.Design/methodology/approachThe mediating roles of dynamic capabilities and competitive advantages are tested with a sample of 1,190 Portuguese firms using a structural equation model.FindingsThe results confirm the hypotheses regarding the mediating roles of the competitive advantages (differentiation and cost leadership) in the relationship between dynamic capabilities and business performance. Additionally, dynamic capabilities also mediate the relationship between market orientation and competitive advantages.Practical implicationsThis study shows that business performance depends on the capacity of firms to collect the best market information on customers and competitors, to disseminate this information throughout their internal structure and ultimately optimize its use to respond appropriately to market challenges and trends. These will provide firms with a set of capabilities and a competitive advantage.Originality/valueThis study provides empirical evidence on the understanding of the relationship between market orientation and performance, through the mediating effects of both dynamic capabilities and competitive advantages.

Human Resources Diversity Management As a Factor of Company Competitive Ability

2019 ◽  
Vol 8 (4) ◽  
pp. 66-73 ◽  
Author(s):  
Н. Нагибина ◽  
N. Nagibina ◽  
В. Могильникова ◽  
V. Mogil'nikova
Keyword(s):  
Human Resources ◽  
Business Performance ◽  
Competitive Ability ◽  
Business Models ◽  
Human Resources Management ◽  
Diversity Management ◽  
Resources Management ◽  
The Future ◽  
Hr Managers ◽  
Form Development

Modern globalization makes companies follow world trends and form development strategies for 5–10 years on the basis of analysis of the future changes. One of the crucial factors of competitive ability is its innovation in products and services, their characteristics; business-models and systems of resources management. To provide successful future, the company management actively works on such HR aspects as strategies of formation, involvement, holding of the key resource — company employees potential. Human resources diversity management is a growing trend in most international companies: the main source of innovation ideas is their employees who have various styles of thinking. These are the employees who have wishes, needs, interests, personal opinions and above all ideas which can be used by a company in the future. Staff diversity allows it to look diff erently, at diff erent angles and through diff erent eyes at many things and situations. Their diversity gives numerous ideas which develop and transform companies. The review of the approaches and characteristic of human resources diversity is presented here. Benchmarking of HR diversity management projects includes description of solved tasks and carried out projects, changes of human resources management and business performance indices. The research has been carried out in term of the “Innovation Approaches to Human Resources Management: Analysis of Successful Practices” project. The project period is from December 2018 till March 2019. As this problem is not widely presented in open sources, the materials will be interesting and useful for HR-managers in various economy sectors who work both in Russia and abroad and aim at long-term business development.

EVALUASI ATAS PENGENDALIAN SISTEM INFORMASI AKUNTANSI PENJUALAN PADA PT PENGELOLA PUSAT PERDAGANGAN CARINGIN UNTUK MENGUKUR EFEKTIVITAS DAN EFISIENSI PENGELOLAAN PENDAPATAN LISTRIK

2018 ◽  
Vol 1 (2) ◽  
pp. 1-10
Author(s):  
Nano Suyatna
Keyword(s):  
Human Resources ◽  
Human Error ◽  
Accounting Information ◽  
Good Control ◽  
Accounting Information System ◽  
Accounting Information Systems ◽  
Payment Methods ◽  
Reasonable Cost ◽  
Financial Transactions ◽  
A Company

In an effort to improve electricity services to customers, there needs to be a balance between the supply of electricity and revenue. Payment methods made by the Perusahaan Listrik Negara (PLN) use Postpaid and Prepaid methods. Because services with postpaid methods better meet customer satisfaction, this method is chosen. Sales Accounting Information System is an information technology-based accounting application to support financial transactions in a company to run faster, more precisely and accurately at a reasonable cost. In its operation, it takes competent human resources to not be a source of problems (human error) and adequate infrastructure. To overcome the obstacles that will arise, whether triggered by the application or by the human resources themselves, it is necessary to control both aspects. Based on this research it shows that the application  of  Sales Accounting Information Systems and existing human resources is sufficiently supportive  and  reliable  in  supporting the creation of good control as it is proven that the level of acceptance of sales targets is realized effectively and efficiently.    

COACHING CORE COMPETENCIES AS THE KEY SOFT SKILL FOR SUCCESSFUL HUMAN RESOURCES MANAGEMENT

2017 ◽  
Author(s):  
Serhii Kubitskyi ◽  
◽  
Oksana Chaika ◽  
Keyword(s):  
Transformational Leadership ◽  
Human Resources ◽  
Core Competencies ◽  
Human Resources Management ◽  
Soft Skill ◽  
Leadership Model ◽  
Resources Management ◽  
Hr Management ◽  
Or Organization ◽  
A Company

This paper aims at considering the well-known triad of What? How? Why? somewhat anew by suggesting looking at transformational leadership for successful human resources management through the lens of coaching core competencies as the key soft skill. Arising as the strategic approach to the effective management of people, well-thought human resources management that rests on a leadership model definitely enables management of a company or organization to move ahead of the curve and gain a firm foothold in the job market. The transformational leadership model fits the framework of the research and links to the contrastive line between management and leadership.It is emphasized that management processes focus on (i) maintaining and (ii) improving performance at work, on the one hand, and on the other, unlike management, the transformational leadership model focuses on the benefits of visionary thinking and bringing about change. Following the goal in the subject matter associated with successful HR management, the Golden Circle of What? How? Why?introduced by Simon Sinek finds its way in the description analysis. The Why? sectionopens the idea for successful HR managementto move further to What?section and is accompanied with How? section in the end. The final part of the findings embodies 11 current core competencies of coaching, which illustrate how the ways of implementing the soft skills in workplace may increase HR performance, enhance seamless communication among employees and management, drive change and welcome innovation.The four objectives for successful HR management: (i) drive change within a company or organization, (ii) encourage and motivate people for personal and corporate growth and development, (iii) employ innovation including modern technologies, and (iv) lead by example, correspond to the four cornerstones in the framework for successful company or organization management via transformational leadership. They are: (i) create an inspire vision of the future for the company’s (organization’s) employees, (ii) motivate the staff to live by and deliver the vision, (iii) manage delivery of the vision, (iv) attract and retain high-class professionals and young talents, build up strong and competitive teams, create and grow ever-stronger, trust-based relationships with the employees. The toolkit of ways, techniques and approaches may derive from the current core competencies in coaching that can be groupedsimilarly to the ICF ones as follows: (i) foundation, (ii) co-creating the relationship, (iii) communicating effectively, and (iv) cultivating learning and growth.

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